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The Effects of Empowerment on Attitudes and Performance: The Role of Social Support and Empowerment Beliefs

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  • Mary S. Logan
  • Daniel C. Ganster

Abstract

abstract This paper reports the results of a randomized field experiment that tested the effects of an empowerment intervention among unit managers of a large trucking company. The intervention was designed to increase participants' beliefs in their personal control and self‐efficacy with regard to key aspects of their jobs. Individuals who managed geographically dispersed profit centres were randomly assigned to either an intervention group (N = 38) or a no‐treatment control group (N = 30). The intervention significantly increased perceptions of maintenance control and impact at four months after the intervention, but only for those managers who felt that their supervisors were supportive. The intervention also improved archival measures of unit performance and affected work attitudes (depending upon the level of perceived supervisory support). The data point out the key role that perceived supervisor social support plays when implementing such organizational change interventions.

Suggested Citation

  • Mary S. Logan & Daniel C. Ganster, 2007. "The Effects of Empowerment on Attitudes and Performance: The Role of Social Support and Empowerment Beliefs," Journal of Management Studies, Wiley Blackwell, vol. 44(8), pages 1523-1550, December.
    • Handle: RePEc:bla:jomstd:v:44:y:2007:i:8:p:1523-1550
    DOI: 10.1111/j.1467-6486.2007.00711.x
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    Cited by:

    1. Muhammad Imran Qureshi & Rajah A/l Rasiah & Basheer M. Al-Ghazali & Maqsood Haider & Hanifah Jambari & Iswan & Sasmoko, 2019. "Modeling Work Practices under Socio-Technical Systems for Sustainable Manufacturing Performance," Sustainability, MDPI, vol. 11(16), pages 1-19, August.
    2. Lucas Dufour & Massimo Maoret & Francesco Montani, 2020. "Coupling High Self‐Perceived Creativity and Successful Newcomer Adjustment in Organizations: The Role of Supervisor Trust and Support for Authentic Self‐Expression," Journal of Management Studies, Wiley Blackwell, vol. 57(8), pages 1531-1555, December.
    3. Illia, Laura & Bonaiuto, Marino & Pugliese, Erica & van Rekom, Johan, 2011. "Managing membership threats through collective efficacy," Journal of Business Research, Elsevier, vol. 64(6), pages 631-639, June.
    4. Patzelt, Holger & Behrens, Judith & Wolfe, Marcus T. & Shepherd, Dean A., 2020. "Perceived project transition support and employees' assessments of entrepreneurial project performance," Journal of Business Venturing, Elsevier, vol. 35(1).
    5. Azzam A. Abou-Moghli, 2017. "Investigating the Relationship among Antecedents of Psychological Empowerment and Workplace Consequences: The Mediating Role of Psychological Empowerment," International Journal of Academic Research in Business and Social Sciences, Human Resource Management Academic Research Society, International Journal of Academic Research in Business and Social Sciences, vol. 7(7), pages 125-142, July.
    6. Wei Han & Yuwei Tang & Jiayu Wang, 2022. "The Effect of Identity Salience on Residents’ Engagement with Place Branding during and Post COVID-19 Pandemic," Sustainability, MDPI, vol. 15(1), pages 1-18, December.
    7. Dean A. Shepherd & Melissa S. Cardon, 2009. "Negative Emotional Reactions to Project Failure and the Self‐Compassion to Learn from the Experience," Journal of Management Studies, Wiley Blackwell, vol. 46(6), pages 923-949, September.
    8. Ali H. Muhammad, 2014. "Perceived Organizational Support and Organizational Citizenship Behavior: The Case of Kuwait," International Journal of Business Administration, International Journal of Business Administration, Sciedu Press, vol. 5(3), pages 59-72, May.
    9. Kieliszek, Anastasia, 2021. "A Signaling Theory Perspective on Building Supportive Responses to Organizational Change: An Experimental Study," Junior Management Science (JUMS), Junior Management Science e. V., vol. 6(4), pages 700-744.

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